This document outlines the agenda and content for a training program on strategic change management. It will cover topics such as the principles of change management, diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and models for leading organizational change. Participants will learn about assessing the need for change, types of change, and characteristics of change-capable organizations. The training will involve group activities to apply the concepts to the participants' own work environments and diagnosing areas in need of change. Contemporary issues like innovation, knowledge management, and organizational development will also be addressed. The overall goal is to provide a systematic and structured approach to managing strategic change.

1. STRATEGIC CHANGE
MANAGEMENT – PROCESSES,
METHODS AND PRINCIPLES
CHARLES COTTER
2-4 MARCH 2015

2.  Introduction to change management principles and practice
 Describing the types of change
 Diagnosis: Identifying and applying the characteristics of change
capable organizations
 Explaining change theories and the change transition cycle
 Explaining the leadership role and contribution during change
 Differentiating between Type O and Type D oriented people and the
effective management thereof
TRAINING PROGRAMME OVERVIEW

3.  Identifying the reasons for resistance to change
 Describing the managerial techniques to reduce resistance to
change
 Describing Lewin’s 3-phase Planned approach to change
 Describing and applying the 7-step organizational change
management process
 Managing contemporary change management issues
TRAINING PROGRAMME OVERVIEW

4.  Change
 Change Management
 Strategic Change Management
 The need for strategic change management?
 The forces of change
 The metaphoric views of change
 The areas/types of change
DEFINING THE FUNDAMENTALS OF
CHANGE

5.  Strategic change management is the process of managing
change in a structured and thoughtful way in order to meet
organizational goals, objectives and missions.
 Therefore, change management and related processes present
many managerial challenges and, consequently, requires a
systematic, structured, purposeful and integrated approach.
STRATEGIC CHANGE MANAGEMENT

6. INTEGRATED MANAGEMENT
APPROACH

7. 4-STEP STRATEGIC MANAGEMENT
PROCESS

8. THE NEED FOR CHANGE

9. THE NATURE OF THE BUSINESS
ENVIRONMENT – V-U-C-A

10. FORCES OF CHANGE

11. METAPHORIC VIEWS OF CHANGE
CALM WATERS WHITE-WATER RAPIDS

12.  Strategy
 People
 Organizational culture
 Technology
 Structure
AREAS/TYPES OF CHANGE: S-P-O-T-S

13.  Refer to pages 15-16 in the Learner Guide
 Apply the fundamentals of change to your organization.
 Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 1

14.  #1: Linking the present and the future
 #2: Make learning a way of life
 #3: Actively supporting and encouraging day-to-day
improvements and changes
 #4: Ensuring diverse teams
 #5: Encourage out-of-the-box thinking
CHARACTERISTICS OF CHANGE-
CAPABLE/FRIENDLY ORGANIZATIONS

15.  #6: Protect and shelter breakthrough ideas
 #7: Integrate technology to implement changes
 #8: Build and deepen trust (creating an organizational culture
of management credibility and integrity)
 #9: Streamline and align processes, systems and structures
 #10: Leadership have the will and conviction to change
CHARACTERISTICS OF CHANGE-
CAPABLE/FRIENDLY ORGANIZATIONS

16.  Refer to pages 41-42 in the Learner Guide
 Diagnosis: By referring to each of the characteristics of change
capable/friendly organizations, measure the degree of your
organization’s readiness to change.
 Analysis: Identify those areas which need to be improved and
recommend strategies to close these gaps.
 Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 7

18.  The literature on “change management” is clear: over 70% of
change initiatives fail.
CHANGE MANAGEMENT SUCCESS
TRACK RECORD

22. CHANGE TRANSITION CURVE

23. CHANGE TRANSITION CURVE AND
APPROPRIATE MANAGERIAL ACTIONS

24.  Refer to page 19 in the Learner Guide
 As a manager, describe how you can accelerate and guide
employees through the change transition cycle for the most
sophisticated/mature stage, commitment.
 Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 2

25.  “Leaders should not only administer and managing change, but
pioneer, pilot and drive change towards barrier-busting heights
of performance improvement.” (Cotter: 2005)
 Managerial Roles (refer to page 20 in the Learner Guide)
 Change Agents (internal and external)
 Building resilience and change-hardiness
 Transformational Leadership
THE ROLE OF LEADERSHIP IN
CHANGE MANAGEMENT

26. CHARACTERISTICS OF
TRANSFORMATIONAL LEADERSHIP

27.  Refer to pages 23-24 in the Learner Guide
 Apply the leadership roles in effectively managing change.
 Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 3

30.  Refer to pages 26-29 in the Learner Guide
 Individually: Complete the Type O vs. D-oriented
questionnaire.
 Group: As a manager, describe how you will manage your staff
with both a Type O and Type D orientation towards change.
 Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 4

31.  Why people resist change?
 Why it is so challenging to reduce resistance to change?
 Managerial techniques to reduce resistance to change
MANAGING RESISTANCE TO CHANGE

32.  Uncertainty (i.e. fear of the unknown)
 People’s self-interest is threatened
 A lack of trust and misunderstanding
 Belief that change is incompatible with the goals and the interest of the
organization
 A low tolerance for change is also a barrier to organizational change
 Other general reasons (e.g. include inertia where people do not want to change
the status quo, poor timing, and unexpected, extreme or sudden change and
peer pressure)
WHY PEOPLE RESIST CHANGE?

33.  People and their behaviour is the most difficult to change because
unlike structure and technology, in which managers have absolute
control, managers do not have absolute control over peoples’
thinking, attitudes and perceptions.
 “Unlike technology, structure, processes and strategy, people talk
back when confronted by uncomfortable levels of change.” (Cotter:
2014)
 People are the greatest source of resistance to change because
people have minds of their own i.e. they have personalized and
subjective views regarding change.
 Change must involve the people - change must not be imposed upon
the people
WHY IT IS SO CHALLENGING TO REDUCE
RESISTANCE TO CHANGE?

34.  Refer to page 32 in the Learner Guide
 In your work environment, identify the five (5) foremost
reasons why employees resist change. For each of these 5
reasons, describe the ways and means that you as a manager
can use to break down these “walls of resistance”. Provide
practical examples.
 Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 5

35. MANAGERIAL TECHNIQUES TO
REDUCE RESISTANCE TO CHANGE

37.  Refer to pages 36-37 in the Learner Guide
 By referring to each of the 6 techniques to manage employee
resistance to change, describe how you as a manager can apply
these techniques in your working environment. Provide
practical examples. Also indicate at which stage of the change
process, each of these techniques is most appropriate.
 Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 6

39.  At all times involve and agree support from people within system
(e.g. the environment, processes, culture, relationships, behaviours -
whether personal or organizational)
 Understand where you/the organization is at the moment (status
quo)
 Understand where you want to be, when, why, and what the
measures will be for having got there
 Plan development towards above in appropriate achievable
measurable stages
 Communicate, involve, enable and facilitate involvement from
people, as early and openly and as fully as is possible.
BEST PRACTICE CHANGE
MANAGEMENT PRINCIPLES

41. LEWIN’S 3-PHASE MODEL OF
CHANGE

42. KOTTER’S CHANGE MANAGEMENT
PROCESS

43.  STEP 1: Forces for change (internal and environmental forces) which affect:
 STEP 2: Performance outcomes (individual, group and organizational) which encourages
 STEP 3: Diagnosis of the problem (information, participation and change agent) which
leads to
 STEP 4: Selection of appropriate intervention (structural, behavioural and technological)
as constrained by S-P-O-T-S
 STEP 5: Limiting conditions (leadership climate, formal organization structure and
organization culture)
 STEP 6: Selection and Implementation of the method (timing, scope and
experimentation) provision for
 STEP 7: Evaluation of the method (feedback, adjustment, revision, reinforcement)
APPLYING THE 7-STEP, ORGANIZATIONAL
STRATEGIC CHANGE MANAGEMENT PROCESS

44.  Step one of the strategic change management process starts with an
assessment of the organization’s Mission and Vision, challenges (pains),
enablers and values.
 The following strategically-relevant items form the scope to be scrutinized by
business managers:
 The company's mission statement
 The company's strategic plan/vision
 The financial status of the organization
 How the organization is currently structured and operating
 The level of expertise of their employees
 Customer satisfaction level
 Tools:
 SWOT Analysis
 PESTEL Analysis
STEP 1: FORCES FOR CHANGE - INTERNAL
AND EXTERNAL STRATEGIC ASSESSMENT

45. STEP 5: LIMITING CONDITIONS -
FORCE FIELD ANALYSIS

46.  Refer to pages 45-47 in the Learner Guide
 By referring to the 7-step organizational change management
process, apply each of the steps in your working environment.
 Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 8

47.  Innovation and Creativity
 Knowledge Management and Learning Organization
 Organizational Development (OD)
CONTEMPORARY CHANGE
MANAGEMENT ISSUES

48.  Defining innovation
 The characteristics of an innovative working environment
 Processes, actions and approaches to create innovation
 Creativity/innovative techniques
STIMULATING INNOVATION AND
CREATIVITY

49. COMPONENTS OF LEARNING,
INNOVATION AND GROWTH

51.  Refer to page 51 in Learner Guide
 By referring to the characteristics of an innovative working
environment, evaluate the degree to which your organization
is an innovative organization. Identify areas of improvement
and recommend change strategies.
 Also indicate which creativity/innovation techniques are most
appropriate in your working environment.
 Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 9

53.  Forging linkages between its structured and unstructured information in a way to use it for a specific
problem situation
 Organizations need to understand who has knowledge and develop support systems for its creation
and application.
 Organizations need to create knowledge maps
 Reflect on existing knowledge
 This also makes it possible to identify the gaps in the existing knowledge, and to focus future
knowledge-gathering efforts.
 Build rewards for knowledge creators and brokers
 Organizations need to harness knowledge to become innovative
 Redistribute and share the knowledge
 Apply the knowledge
THE FEATURES AND
CHARACTERISTICS OF KM

55.  Creating a conducive working environment for knowledge management
 Act as a role model and leading by example
 Developing, implementing, communicating and revising plans for KM
systems
 Creating processes and structures for KM systems
 Stimulating knowledge creation and transfer of learning
 Rewarding and recognizing knowledge creation
 Liaising with other important role players and stakeholders
 Building a culture of learning and a learning organization
THE ROLE OF THE MANAGER IN IMPLEMENTING
KNOWLEDGE MANAGEMENT AND LEARNING

58.  Refer to page 55 in Learner Guide
 By referring to the features and characteristics of a Knowledge
Management working environment, evaluate the degree to which
your organization is promoting KM and a learning organization.
Identify areas of improvement and recommend change strategies.
 Also indicate the role of the manager in stimulating and creating
knowledge and learning in your working environment.
 Present a summary of group discussion
SYNDICATE GROUP LEARNING
ACTIVITY 10

59.  Summary of the key learning points
 Questions
 Conclusion
 Good luck with the implementation of change management
processes, systems and methods
CONCLUSION

60.  CHARLES COTTER
 084 562 9446
 charlescot@polka.co.za
 LINKED IN
 TWITTER: Charles_Cotter
CONTACT DETAILS